1.1different Organisational Culture

Organisational culture can be acknowledged as the organisations personality; which is also referred to as corporate culture. Organisational culture is defined as the process of how things are dealt with within an organisation on a daily basis, affecting the employees and how they work, how they are relating to each other, to the customers and also their managers. Deal and Kennedy defined organisational culture as ‘the way we do things around here’ and Hofstede said it is ‘how people behave when no one is watching’ and ‘the collective programming of the mind’ (Deal and Kennedy 1982, Hofstede 2001).

Every organization was established to meet needs or goals, for example, to provide goods or services. Organizational structures may form in many ways; these were influenced by factors such as the purpose, size of the company or the complexity of the tasks it performs, and the external environment and culture. Moreover, the products, services or the location of the organization will also determine which structure was the best. The structure chosen will govern the way in which the organization operates and could occur either positive or negative effects. Below are some types of organizational structure that usually see.

Organizational structure has been set up to facilitate all goal achievements. It is a way to motivate their employees and get them to work together. It also helps its employees to follow the organizations goals, and work together as a team. In order to do this, they need to have an organized structure to be able to run the company smoothly. A main foundation of every organization is to post their mission statement and goals everywhere so that their employees can see them. An organizational culture can consist of common shared beliefs and values that are established by the organization’s leader, and then communicated and reinforce through various methods, this helps shape employee perceptions, behaviors and understanding. Overall, organizational structure and culture can effect progress of many organizations in a positive and negative way.

Task culture is an explanation of businesses which value high importance of the tasks in hand and make every effort of the company to complete tasks set. There is less control and influence from sub ordinates as employees work in team based groups to ensure completion of work. An example of this culture would be seen in more research based businesses where more team working is required with different skills to implement within the business surroundings.

Organisational culture refers to the behaviours of people at work, their shared beliefs and values.  Schein (1992, p.12) describes this as a set pattern of assumptions that a team shares as they learn working together over a period of time. Organisations

Organizational culture is the stable beliefs, values, and assumptions shared by a group of people. I used to work at a bar and there was a shared understanding between the servers and bartenders. The bartenders were the managers, and each manager had their style of how the bar was ran each night. The servers had their system of who get what section, but they also had to follow the style of each bartender. The instrumental purpose of our organizational culture was influenced by who was managing the bar each night. There were some bartenders who did not like being bothered with questions from the servers and there were some who were nice and helpful. The bartenders that did not care, influenced the servers by letting them choose who had each section, deciding who had to clean and stock, and who was able to leave and at what times.

Culture within an organisation is a system of shared values, beliefs and norms of individuals in the organisation and how the value consensus creates a way in which people behave. The shared values have a strong influence on the individuals in the organisation and dictates how a person acts, dresses and performs in their job. A unique culture is developed and maintained by an organisation which provides guidelines and boundaries, through informal means, for the behaviour of the people within the organisation.

According to Mclean and Marshall (1993) organisational culture is defined as the collection of traditions, values, policies, beliefs and attitudes that contribute a pervasive context for everything we do and think in an organisation. (ie) this means that these factors actually determine how we think as well as act and react not only to people from within the same organisation but also to anybody on the outside who has some sort of interaction with the organisation. As can be seen with the part-structure in Figure 1, this organisation (WHD) has various levels of management. There is quite

There is no single way to describe culture, rather there are numerous. According to Schein (p. 12, 1992), Organizational culture is defined as “a pattern of shared basic assumptions learned by a group as it solves its problems of external adaptation and internal integration which has worked well enough to be considered valid and therefore, to be taught to new members as the correct way to perceived, think, and feel in relation to those problems.” Another way to describe this concept is that it is “a system of assumptions, beliefs, values and behavioural norms which have been developed and adopted by

The Organisational Cultural Model helps you to categorise organisational cultures in a handy and operational way. Consisting of six autonomous dimensions or variables and two semi-autonomous dimensions. Geert's research has shown that organizational cultures differ at six different levels - Means-oriented vs. Goal-oriented , Internally driven vs. Externally driven

There is no perfect book definition for Organization Culture. It is a term that has a generic definition and has a different meaning in different organizations. Every organization has a different culture based on its products and business and the people working in it, in order to be successful. Informally we can coin the term saying ‘the way we do things around here’ that would make the organization look ‘hip’ and ‘cool’.

ORGANIZATIONAL CULTURE, STRUCTURE & DESIGN Abstract Organizational structure defines the attitude, values and core competencies of an organization. The structure in a way forms the culture for that organization which invisibly exists. The culture plays an important role for the healthy functioning of an organization since the employees correlate themselves based on the values and beliefs of that organization. The operation functions such as finance, human

The first part of this week’s assignment was to look at how organizational structure impacts organizational culture and vice versa. But before we look at that let us review what organizational structure and culture are. Organizational culture as defined from the text is the shared values, principles, traditions, and ways of doing things that influence the way organizational members set (Robbins, Decenzo, Coulter, 2013). Also an organization’s culture usually reflects the vision or mission of the organization’s founders (Robbins, Decenzo, Coulter, 2013). Organizational structure is a hierarchical arrangement of lines of authority, communication, rights and duties of an organization (BusinessDictionary.com, 2013). Organizational structure determines how the roles, power and responsibilities are assigned, controlled, and coordinated, and how information flows between different levels of management (BusinessDictionary.com, 2013).

Organisational cultures are created by people. An organisation’s culture is also created and maintained by the organisations leadership. Organisational culture is important to alphabet games because the culture of the workplace shapes the way the employees act and relate to others both internally and externally. This can have a significant effect on the way the organisation operates. The culture is the feel we get when we walk into an organisation, made up of assumptions, values and norms. The attitude, behaviour and traits that dominate the organisation can affect the way we act with other individuals. Every organisations culture varies.

Organisational culture is defined as the ways in which things are accomplished, a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems (Schein 1992:12). In comparison to earlier times, organisational culture is more in demand and recognised at present (Schein, 1992) due to competition, increased globalisation, diversified workforce and formation of business coalitions. This in turn led to product and strategy innovation; integration among firm’s or industrial units to improve efficiency,